Thinking Shaped by Innovating & Learning
I am Surinderjit Jassell and I specialise in helping startups, scaleups and established HealthTech, MedTech and Wellbeing product-led businesses create, commercialise, scale, improve and renew products. I also help create and strengthen the capabilities, systems and structures that enable those products to succeed in global markets.
One lesson has shaped my career: successful products are never created by one idea, one team or one function. They succeed when product direction, customer insight, commercial thinking, operations, technology and organisational capability work together as one connected system. The real challenge is not simply developing better products -it is understanding how decisions made across an organisation collectively determine whether those products succeed or struggle.
Over more than 30 years, I’ve worked across the complete product and business lifecycle, identifying opportunities, creating patented products, commercialising innovations, scaling manufacturing, strengthening operations and leading organisations at Board level. These experiences, combined with continuous learning to advance my craft, taught me that strong business strategy, innovation strategy and product strategy depend on understanding relationships, balancing priorities and applying sound judgement across product, commercial, operational and organisational systems.
What This Means for Clients
My work as a Strategy & Innovation Consultant draws on this integrated perspective, combining experience across business strategy, innovation strategy, product strategy and product innovation with hands-on product creation and delivery, practical leadership, continuous professiodevelopment and executive responsibility.
For founders, leadership teams and investors, this means advice grounded in real organisational experience. Issues are diagnosed to their root and understood in terms of how they interact with wider systems. Strategic decisions are evaluated through the full organisational context across product, market and organisational factors, increasing the probability of creating successful products, stronger organisations and long-term sustainable growth
The Capabilities That Shape My Advice
My perspective has been shaped through leading products, organisations and strategic change across multiple executive disciplines. Together, these capabilities inform my work across strategy consulting, innovation consulting and product consulting, providing different ways of understanding how products create value and why organisations succeed or struggle. Individually they provide valuable insight; together they create the integrated thinking that underpins my advisory work.
Product Strategy & Innovation
Product Strategy & product innovation has been the foundation of my career I have spent more than 30 years helping organisations identify opportunities, create patented products, commercialise innovations and strengthen product portfolios across complex HealthTech, MedTech and other manufacturing environments.
This taught me that product success depends on making better strategic decisions throughout the product lifecycle – understanding customer needs, defining the right value proposition, building organisational capability and aligning commercial and operational systems.
Busines & Executive Strategy
Board leadership and executive development across strategy and innovation strengthened my ability to connect product decisions with long‑term business direction, competitive positioning and sustainable growth. This helps clients make strategic choices that align ambition with capability, opportunity with risk and innovation with organisational reality.
Commercial Strategy & Enterprise Performance
My commercial perspective has been shaped through executive leadership and advanced development in finance, strategy and enterprise performance – including Fellowship of the Chartered Institute of Management Accountants (FCMA CGMA).
Fellowship is independent recognition of senior leadership capability in enterprise strategy, governance, risk and long‑term value creation. For founders, CEOs and investors, this means product and innovation decisions are evaluated through a commercial lens – ensuring they strengthen enterprise value, improve investment confidence and support long‑term business performance.
Manufacturing, Operations & Delivery
Experience in manufacturing strategy, operational improvement, programme leadership and regulated product development taught me how strategy becomes operational reality. Operational excellence is the foundation upon which product quality, customer confidence and commercial performance depend. For clients, this means strategic recommendations are practical, scalable and deliverable.
Governance, Risk & Regulatory Systems
Working within regulated industries and serving at Board level strengthened my understanding of governance, risk and organisational resilience. This helps clients make confident strategic decisions while managing quality, compliance and long‑term organisational risk – essential for founders, investors and leadership teams operating in complex environments.
Organisational Capability & Leadership
Organisational capability determines whether innovation can be sustained. Experience across organisational development, leadership and strategic transformation taught me that products succeed when organisations are ready to deliver them. For clients, this means advice that strengthens capability, supports change and builds the foundations for long‑term success.
Broader Perspectives That Strengthen My Judgement
Customer experience, user experience, innovation systems, programme delivery, digital transformation, AI, international markets, teaching and research broaden my perspective beyond traditional product strategy.
Teaching postgraduate professionals across strategy, innovation, governance and transformation sharpened my ability to explain complex ideas clearly, challenge assumptions and stay current with emerging thinking.
These disciplines ensure advice remains grounded in customer value, contemporary insight and practical experience – helping organisations innovate repeatedly, adapt to change and grow confidently.
Building the Systems Behind Product Success
My experience extends beyond creating products themselves. Throughout my career, I have built many of the organisational systems and capabilities required to commercialise and scale them internationally.
This has included developing and implementing ISO 13485 quality systems across international operations and consistently achieving FDA and CE regulatory approvals; establishing CAD/CAM and advanced manufacturing capabilities; building an advanced injection-mould design and tooling facility in Lithuania; establishing manufacturing operations and supply chains in China and other international markets; designing and implementing automated assembly systems; and developing international distribution channels across North and Central America, Europe and the Far East.
I have also led the commercial and financial decisions surrounding product innovation, which encompassed evaluating technical, market and financial viability of products and manufacturing systems, developing product costing and pricing strategies, defining capital investment budgets and managing complete development programmes from opportunity through industrialisation and international commercialisation.
Alongside this, I recruited and developed product innovation teams, led multifunctional programmes across international borders and worked with subsidiaries and manufacturing operations around the world to strengthen product innovation capability.
These experiences are why I see product success as a system. Product, market, manufacturing, operations, regulation, economics and organisational capability are interconnected, and decisions made in one inevitably affect the others.
Why Integration Improves Strategic Decisions
Most complex business challenges cannot be understood or solved through one discipline alone. Decisions made in one area inevitably influence outcomes elsewhere. By understanding the relationships between product strategy, commercial performance, customer value, operations, governance and organisational capability, organisations can make stronger strategic decisions with greater confidence.
This integrated perspective underpins my systems-led approach, connecting product, market and organisational factors so that strategic advice reflects each organisation’s ambitions, capabilities and long-term objectives.
A Simple Belief That Guides My Work
Successful products are rarely the result of one great idea. They emerge when strategy, customer needs, operations, governance and execution work together as one connected system. The best decisions come from understanding that system clearly before deciding how opportunities should be investigated, prioritised and acted upon.
Experience & Credentials
Former Board Director • Named Inventor • Strategy & Innovation Consultant & Advisor • University Lecturer FCMA CGMA • MBA • MSc Finance • PGDip Strategy & Innovation (Oxford) • PGDip Manufacturing Management & Technology • BA (Hons) Industrial Product Design.
Product Strategy & Innovation in Practice
i-gel® Supraglottic Airway
Product innovation, materials and manufacturing technology through to scale-up. Developed during my career as Director of Product Development for a multinational medical devices firm, i-gel evolved into a complete product family spanning neonatal, paediatric and adult applications, with further product lines extending its functionality and clinical benefits.
v-gel® Veterinary Supraglottic Airway
From unmet need and research through invention, product development, manufacturing and international commercialisation. As a co-founder and named inventor, I led the creation and commercialisation of a new species-specific approach to veterinary airway management, initially spanning product families for cats and rabbits, then dogs.
Watertrap – Product & Manufacturing System Innovation
Transforming a high-volume, low-value component through product architecture, mechanism innovation and manufacturing strategy. I led the redesign from concept through engineering, manufacturing and regulatory approval, reducing unit cost from approximately £0.48 to £0.15 while improving sealing performance, reliability and scalability.
A Broader Product Strategy & Innovation Portfolio
These examples form part of a much wider product strategy and innovation portfolio spanning respiratory care, anaesthesia and medical-device systems – from identifying and evaluating opportunities through to product innovation, development, manufacturing, regulatory compliance, commercialisation and scale.
What Others Say
“Surinderjit is a true expert in his field, clearly demonstrated by the long list of products he has created that have gone on to become huge global market successes.”
Aiden Kennedy BSc, MBA
Former General Manager, Intersurgical (Guernsey) Ltd
“I found Surinderjit to be honest and genuine in his interactions with end users. He inspires trust, encourages honest feedback and follows through on what he says he will do. His ability to understand users’ needs properly and fully is clearly second nature to him.”
Dr Lois Wetmore
Professor of Veterinary Medicine
Tufts Cummings School of Veterinary Medicine, Massachusetts, USA
“I found Surinderjit likeable, with the ingenuity and good business sense that enabled him to consistently produce products that delivered a positive impact and sold very well in global markets.”
Danius Ciuplys
Director, Lithuanian International Airports